DNB, SB1 SR-Bank, SB1 SMN, SB1 Nord- Norge, Sparebanken Vest & Sparebanken More

Total Page:16

File Type:pdf, Size:1020Kb

DNB, SB1 SR-Bank, SB1 SMN, SB1 Nord- Norge, Sparebanken Vest & Sparebanken More FINANCIAL INSTITUTIONS ISSUER IN-DEPTH DNB, SB1 SR-Bank, SB1 SMN, SB1 Nord- 19 October 2020 Norge, Sparebanken Vest & Sparebanken More Norway’s oil-exposed lenders are insulated against weak oil prices Contacts We expect the six Moody’s-rated Norwegian banks with exposure to the oil sector to Nondas Nicolaides +357.2569.3006 preserve their current strong capitalisation and creditworthiness, despite an increase in their VP-Sr Credit Officer [email protected] problem loans due to a steep coronavirus-induced drop in oil prices. The lenders' oil exposure remains relatively limited, and their core profitability is solid, helped by continued good Niclas Boheman +46.8.5179.6561 VP-Senior Analyst income generation from their dominant mortgage lending operations. While downside risks [email protected] remain, their strong capital buffers are also supportive of their solvency and ratings. Katarzyna +44.20.7772.1047 Oil price slump pushes up problem loans. The price of Brent crude oil fell by 78% Szymanska Associate Analyst between February and April 2020 as the coronavirus-related economic downturn led to a [email protected] sharp fall in global energy demand, although it later partly recovered. The decline triggered Simon James Robin +44 207 772 5347 loan repayment difficulties among some Norwegian oil sector borrowers, including owners of Ainsworth offshore service vessels. This was a key factor behind an increase in the six banks’ weighted Associate Managing Director average non-performing loan (NPL) ratio to around 1.9% in Q2 2020 from 1.4% a year [email protected] earlier. DNB Bank, one of the largest banks and the most exposed to the oil sector, suffered Sean Marion +44.20.7772.1056 the most significant asset quality deterioration. MD-Financial Institutions [email protected] Modest exposure and good provisioning capacity are strong mitigants. All six banks have limited exposure to the oil sector, which accounts for between 0.7% and 4.5% of their CLIENT SERVICES total loan books. At the same time, their profitability, their main buffer for absorbing loan Americas 1-212-553-1653 loss provisions, is solid, helped by good income generation from their core mortgage-lending Asia Pacific 852-3551-3077 activities. We expect the Norwegian banks to continue posting strong pre-provision profits, Japan 81-3-5408-4100 thus generating strong capacity to absorb oil-related loan losses, and continue building EMEA 44-20-7772-5454 capital. Compared with banks in other jurisdictions, which suffered significant credit losses in the first half year 2020, Norwegian banks have been able to comfortably cover the increase in provisions from their pre-provision income. Banks benefit from ample capital cushion. The banks’ Common Equity Tier 1 (CET1) capital significantly exceeds minimum requirements, ensuring that their capital base is well cushioned against potential losses. We do not expect these buffers to change significantly as a result of a scheduled 150 basis point (bps) increase in the systemic risk buffer in December 2020. All banks remain profitable and will generate more organic capital by the end of the year, as the regulator limits their dividend payouts. MOODY'S INVESTORS SERVICE FINANCIAL INSTITUTIONS Oil price slump pushes up problem loans World oil prices fell steeply in the first quarter in 2020 as the onset of the coronavirus pandemic halted much economic activity across the globe, triggering a steep fall in energy consumption. The benchmark Brent crude oil price fell by 78% to just over $9 per barrel between February and April 2020. It had partly recovered to approximately $40 per barrel by early October, reflecting a gradual resumption of economic activity as government restrictions designed to halt the spread of the virus eased. We expect the oil price to fluctuate between $40 and $60 a barrel in the medium term. The drop in oil prices has had negative consequences for oil exporting nations and their banks, which typically have lending exposure to the oil sector. In Norway, the six Moody’s-rated banks that have exposure to the country’s oil sector – DNB Bank, SpareBank 1 SR-Bank, SpareBank 1 SMN, Sparebanken Vest, SpareBank 1 Nord-Norge and Sparebanken More – all reported an increase in problem loans as more borrowers in the oil sector and related industries began to experience repayment difficulties. The six banks’ weighted average ratio of non-performing loans (NPLs) to gross loans rose to 1.9% in Q2 2020 from 1.4% a year earlier, with DNB Bank suffering the biggest deterioration as its NPL ratio increased to 2.1% from 1.6% over the period (see Exhibit 1). Exhibit 1 Key performing indicators for the six banks in Q2 2020 DNB SB1 SR-Bank SB1 SMN SB Vest SB1 Nord-Norge SB More Total Assets 2,652,638 282,913 234,957 217,588 155,632 81,239 CET1 ratio 18.0% 18.3% 17.2% 18.1% 16.9% 17.3% CET1 requirement 15.7% 12.7% 12.9% 12.7% 12.5% 12.7% Leverage ratio 6.6% 7.8% 6.9% 7.0% 7.4% 7.7% LCR 130% 159% 163% 145% 162% 172% ROE - Q2 2020 8.4% 4.0% 10.3% 12.2% 12.9% 9.2% ROE - YE 2019 11.1% 14.0% 13.7% 12.1% 15.9% 11.7% Cost/Income 41.2% 34.2% 45.9% 32.1% 39.2% 43.5% NPLs - Q2 2020 2.1% 1.7% 1.4% 0.8% 0.4% 1.9% NPLs - Q2 2019 1.6% 1.0% 1.2% 0.6% 0.4% 1.6% Note: Total Assets and NPL ratios are Moody's Adjusted figures. Source: Company reports and investor presentations, Moody's Investors Service While the increase in NPLs also reflects some coronavirus-related asset quality deterioration outside the oil sector, oil-related problem loans were a key driver of the banks’ NPLs and provisioning needs in the first half of the year. In Q2 2020, DNB Bank classified some NOK2.7 billion of loans to the oil, gas and offshore sectors as “Stage 3” loans (having around 3.8% NPL ratio for the portfolio), the most seriously impaired category under the IFRS 9 accounting standard. This compares with NOK1.55 billion in Q1 2020. Over the first half of 2020, the oil and offshore sector accounted for 60% of DNB Bank’s provisions of NOK7.9 billion, and for the bulk of SpareBank 1 SR-Bank's total impairments of NOK1.4 billion during the same period. Norway’s non-oil economy began to grow again in late April as restrictions designed to control the spread of the virus were lifted. However, we still expect the country’s real GDP to contract by around 4% in 2020, and to exceed its 2019 level only in 2022. The economy will receive some uplift from a reduction in the central bank's benchmark rate to 0% in May 2020 from 1.5% in March 2020. This will support debt affordability and thus the Norwegian banking sector’s asset quality, but will also weigh somewhat on its net interest margins. Modest exposure and good provisioning capacity are strong mitigants Although downside risk remains, we believe all six banks have sufficient capacity to absorb oil-related increases in credit costs, protecting their capital base. Our view partly reflects the banks’ moderate exposure to the oil sector, which has been declining as a share of total lending in recent years. Oil-related loans range from a low of 0.7% of SpareBank 1 Nord-Norge’s total loan book to a high of just 4.5% for SpareBank 1 SR Bank as of June 2020 (see Exhibit 2). DNB Bank’s oil exposure is the largest of the peer group in absolute terms, but accounts for only 4.2% of the bank's total loan book. This reflects DNB’s large size in the local banking system. This publication does not announce a credit rating action. For any credit ratings referenced in this publication, please see the ratings tab on the issuer/entity page on www.moodys.com for the most updated credit rating action information and rating history. 2 19 October 2020 DNB, SB1 SR-Bank, SB1 SMN, SB1 Nord-Norge, Sparebanken Vest & Sparebanken More: Norway’s oil-exposed lenders are insulated against weak oil prices MOODY'S INVESTORS SERVICE FINANCIAL INSTITUTIONS Exhibit 2 Oil-related loan exposure is moderate for all six banks Reported loan exposure as % of gross lending 5% 4.5% 4.2% 4% 3% 2.5% 2% 1.7% 1% 0.8% 0.7% 0% DNB Bank SR-Bank SMN More Vest Nord-Norge Note: The ratios in this chart relate to only on-balance sheet loans, and do not represent exposure at default (EAD). Source: Company reports and investor presentations The peer group’s exposure to oil and related sectors has declined since the last oil price downturn, which occurred between 2014 and 2016. All of the banks reported lower absolute lending exposure to the oil and offshore industries in Q2 2020 relative to 2015 (see Exhibit 3). DNB Bank's oil, gas and offshore exposures amounted to around NOK100 billion of exposure at default (EAD), or 4.8% of total EAD, as of 30 June 2020, down from NOK167 billion (8.4% of total EAD) in September 2015. The bank's oil-related and shipping exposures have fallen by 40% and 56% respectively since 2014 (see Exhibit 4). Exhibit 3 Savings banks have lower absolute exposure to the oil sector than in 2015 Reported gross lending to oil/offshore sector by bank 2015 Q2 2020 11,000 10,000 9,000 8,000 7,000 6,000 5,000 NOK NOK million 4,000 3,000 2,000 1,000 - SR-Bank SMN More Vest Nord-Norge Note: The figures in this chart relate to only on-balance sheet loans, and do not represent exposure at default (EAD).
Recommended publications
  • Sustainability in Sparebank 1 SR-Bank
    Sustainability in SpareBank 1 SR-Bank Sustainability in SpareBank 1 SR-Bank 1 1. SpareBank 1 SR-Bank’s approach to sustainability 1.1 SpareBank 1 SR-Bank is a responsible corporate citizen and a driving force behind the green shift ................................................................................................................................................................................................. 3 1.2 SpareBank 1 SR-Bank’s global responsibilities – organisations and international principles supported by the group ........................................................................................................................................................ 3 1.2.1 Global initiatives .................................................................................................................................................................................................. 3 1.3 Frameworks SpareBank 1 SR-Bank complies with: ............................................................................................................... 4 1.3.1 OECD Guidelines for Multinational Enterprises .......................................................................................................... 4 1.3.2 Global Reporting Initiative (GRI) ..................................................................................................................................................... 4 1.3.3 CDP reporting ......................................................................................................................................................................................................
    [Show full text]
  • Sparebank 1 Nord-Norge Annual Report 2019 006
    SPAREBANK 1 NORD-NORGE ANNUAL REPORT 2019 006 010 012 014 016 017 018 022 048 049 050 052 053 142 146 154 158 160 162 177 182 190 196 198 202 204 213 225 226 Table of contents NORD-NORGE 1 SPAREBANK 006 From the CEO SpareBank 1 Nord-Norge 010 Strategic compasss 012 Our history 014 Important events 016 Branches 017 Organization and company structure 018 Annual report 022 Annual report from the board ANNUAL ACCOUNTS ANNUAL Annual accounts 2019 048 Annual Report – Income statement 049 Annual Report – Balance Sheet 050 Annual Report – Changes in equity 052 Annual Report – Cash Flow Statement 053 Annual accounts – Notes 142 Statement from the Board of Directors and Chief Executive Officer 146 Auditor’s report Operations 154 Group Management 158 Board of Directors 160 Governing bodies OPERATIONS 162 Corporate governance 177 Risk management and internal control 182 Ownership 190 Operations 196 Markets 198 The SpareBank 1- alliansen CORPORATE SOCIAL RESPONSIBILITY SOCIAL CORPORATE 202 The foundations 204 Organisation and HR Corporate social responsibility 213 Sustainability 225 Samfunnsløftet 226 Index Global Reporting Intiative Continued Added Value Uncertainty dominated 2019. Trade wars, Brexit, esc- The financial results for SpareBank 1 Nord-Norge alating levels of conflict in the Middle East as well are affected by the economic temperature of the as climate change resulting in floods and wildfires. region. In addition, SpareBank 1 Nord-Norge have Paradoxically, Northern Norway, and SpareBank 1 gained a good effect by merging insurance compa- Nord-Norge profits from this uncertainty due to nies of SpareBank 1 and DNB. being an export driven region.
    [Show full text]
  • EMTN Prospectus 2018
    PROSPECTUS 15 June 2018 SPAREBANK 1 SMN (incorporated with limited liability in Norway) SPAREBANK 1 NORD-NORGE (incorporated with limited liability in Norway) SPAREBANK 1 ØSTLANDET (incorporated with limited liability in Norway) €10,000,000,000 Euro Medium Term Note Programme (the “Programme”) This Prospectus (as defined below) supersedes the Prospectus dated 9 June 2017 relating to the €10,000,000,000 Euro Medium Term Note Programme of SpareBank 1 SMN, SpareBank 1 Nord-Norge and SpareBank 1 Østlandet (formerly Sparebanken Hedmark) (each an “Issuer” and together the “Issuers”). This Prospectus does not affect any Notes already issued. This document constitutes three base prospectuses for the purposes of Article 5.4 of Directive 2003/71/EC (the “Prospectus Directive”) as amended, (i) the base prospectus for SpareBank 1 SMN, in respect of non- equity securities within the meaning of Article 22 No. 6(4) of the Commission Regulation (EC) No. 809/2004 of 29 April 2004 as amended (the “Notes”) to be issued by SpareBank 1 SMN under the Programme, (ii) the base prospectus for SpareBank 1 Nord-Norge in respect of Notes to be issued by SpareBank 1 Nord-Norge under the Programme, and (iii) the base prospectus for SpareBank 1 Østlandet in respect of the Notes to be issued by SpareBank 1 Østlandet under the Programme (together, the “Prospectus”). Under the Programme each Issuer may from time to time issue Notes denominated in any currency agreed between the relevant Issuer and the relevant Dealer (as defined below). The Notes of each Issuer will be obligations of that Issuer alone.
    [Show full text]
  • Supplementary Information Q2 2017
    Chief Executive, CEO Arne Austreid For further information, please contact Inge Reinertsen, Chief Financial Officer [email protected] +47 909 95 033 Stian Helgøy, VP Investor Relations [email protected] +47 906 52 173 Address SpareBank 1 SR-Bank, Postboks 250, 4066 Stavanger Visiting address: Bjergsted Terrasse 1, 4001 Stavanger SpareBank 1 SR-Bank Switchboard: +47 915 02002 Information on the Internet SpareBank 1 SR-Bank’s homepage www.sr-bank.no Financial Calendar Second quarter 2017 9 August Third quarter 2017 27 October Table of Contents 1. SpareBank 1 SR-Bank ASA .............................................................................. 1 1.1 Financial highlights ....................................................................................... 1 1.2 Business description: leading financial institution in Rogaland, Hordaland and Agder ........................................................................................................................ 3 Retail Market ................................................................................................................................................. 3 Corporate Market .......................................................................................................................................... 3 Capital Market ............................................................................................................................................... 3 Vision and strategy .......................................................................................................................................
    [Show full text]
  • Annual Report 2020 2 SPAREBANK 1NORD-NORGE Table of Contents
    Annual Report 2020 2 SPAREBANK 1 NORD-NORGE 1 SPAREBANK Table of contents SPAREBANK 1 NORD-NORGE 04 From the CEO 08 Strategic compass 10 Our history 12 Timeline 14 Important events 16 Branches 20 Organisation chart 22 Company structure 23 Annual report 24 Group profit analysis 27 Annual report of the Board 28 ANNUAL ACCOUNTS 2020 60 Income statement 62 Balance sheet 63 Changes in equity 64 Cash flow statement 66 Notes 67 Statement by the Bord og Directors and the Group CEO 160 Alternative performance measures 161 Auditor’s report 164 3 Table of contents NORD-NORGE 1 SPAREBANK OPERATIONS 170 Group Management 172 Board of Directors 174 Governing bodies 176 Corporate governance 180 Risk management and internal control 198 Ownership 204 Operations 210 SpareBank1 Nord-Norge Capital markets 218 The SpareBank 1-alliansen 221 The foundations 224 Organisation and HR 226 CORPORATE SOCIAL RESPONSIBILITIY 234 Sustainability in SpareBank 1 Nord-Norge 236 Climate risk (TCFD) 241 Annex 1: Global reporting initiative (GRI) index 256 Annex 2: Carbon exposure in the credit portfolio 262 Annex 3: Stakeholder analysis 2020 264 Annex 4: ‘Samfunnsløftet’s’ contribution to the UN sustainability goals 266 Samfunnsløftet across all Northern Norway 268 4 SPAREBANK 1 NORD-NORGE 1 SPAREBANK Sparebank 1 Nord-Norge SpareBank 1 Nord-Norge is the leading finance house in Northern Norway. The group is part of SpareBank 1-alliansen, an alliance of 14 independent savings banks across the entire country. 5 SPAREBANK 1 NORD-NORGE 1 SPAREBANK Photo: Marius Fiskum DIGITALISATION 2020 was the year that video meetings – up to then meeting between people remains at centre-stage.
    [Show full text]
  • Regnskapsrapport 4. Kvartal
    Sparebanken Møre - the Group Presentation preliminary figures 4th. quarter 2014 Agenda Summary Introduction Deposits and Loans Funding and Hedging Results Equity and ECs Future prospects Macroeconomic overview 2 100 150 200 250 300 350 400 450 500 550 600 650 700 Historical performance Summary 10 12 14 16 18 20 22 24 26 50 0 2 4 6 8 0 1992 0,2 1992 1 1993 20,2 1993 65 1994 16,5 1994 78 1995 17,7 1995 114 1996 14,9 1996 120 1997 15,0 1997 136 Results ROE ROE per in cent 1998 17,1 1998 173 1999 16,4 1999 205 2000 19,2 2000 265 2001 17,3 2001 272 in NOK 2002 10,1 2002 172 2003 10,2 2003 180 2004 11,5 2004 217 2005 14,0 2005 264 2006 13,4 2006 272 2007 15,6 2007 333 2008 12,8 2008 338 2009 335 2009 14,1 384 13,4 74 2010 458 2010 16,0 2011 379 – 2011 12,2 364 166 12,6 2012 530 2012 16,3 in NOK and ROE 2013 450 2013 11,6 94 12.3 402 2014 14,0 2014 623 2012 One and off effects also results on in 2010 Q3result from in the the included Group'seffect ordinary is finally was July 9 closed transaction in Nets TheHolding. their stakes sell banks that to in Q1a signed 2014contract Sparebanken 1 Capital TierCore market strong in the deposits still competition margins in the funding Lower but market end assets Total loans in default Low Strong ofincome interest Maintained net high level in a county strong Norwegian economy a strong environment, operating Favourable level of loan ofloan level cost - efficiency about about Møre – gross effect effect gross NOK million 94 losses and low volume of and losses volume low NOK 12.0 was 186of the
    [Show full text]
  • Sparebank 1 SR-Bank Annual Report 2019
    Annual Report 2019 Milestones in the past year • SpareBank 1 SR-Bank’s • SpareBank 1 SR-Bank Business Barometer shows that a enters into a strategic 1 surprisingly high number of 3 partnership with a start-up company called companies in Southern Justify regarding the provision of digital Norway expect higher legal services to retail customers. profitability in 2019. • Bergen-based Shrimp Vision wins this • Subsidiaries and startup factory, year’s Gründerhub Prize and NOK 250,000. FinStart Nordic, open in new premises in The company is developing a system for Oslo. The Minister of Finance, Siv Jensen, producing fresh, locally-produced, tropical holds the opening speech and praises the shrimp. financial services industry for its focus on innovation and restructuring. • SR-Boligkreditt issues its first green home mortgage bond. • SpareBank 1 SR-Bank chooses three UN The EUR 500 million quickly Sustainable Development Goals that the becomes fully subscribed to. group will make an extra contribution to achieving. The UN Sustainable Development Goals are the world’s first joint plan to eradicate poverty, combat inequality and • SpareBank 1 SR-Bank moves into a new stop climate change by 2030. climate-neutral head office GENDER EQUALITY DECENT WORK CLIMATE CHANGE AND ECONOMIC 4 in Stavanger named GROWTH Finansparken. Northern Europe’s largest wooden office building. • On 29 November, • SpareBank 1 Regnskapshuset SR acquires SpareBank 1 SR- Agder Økonomi thus strengthening the Bank marks its 180th 2 group’s overall focus on Southern Norway. anniversary. The bank’s oldest roots stretch back to the establishment of Egersund • SpareBank 1 SR-Bank Sparebank in 1839.
    [Show full text]
  • Sustainability
    Sustainability SPAREBANK 1 SR-BANK’S APPROACH TO SUSTAINABILITY SpareBank 1 SR-Bank is a responsible corporate citizen SpareBank 1 SR-Bank has practised a philosophy of long-term sustainability ever since the establishment of Egersund Sparebank in 1839. Sustainability remains a key part of the group’s overarching strategy and is well-integrated into all parts of the group’s operations. SpareBank 1 SR-Bank takes a proactive approach to sustainability and has chosen to particularly prioritise responsibility for the climate and OUR CHOSEN UN SUSTAINABLE environmental challenges society is facing. DEVELOPMENT GOALS To ensure that the group continues to develop sustainably, we Our targets and work on these: systematically focus on three different areas of sustainability: the climate and environment, the economy, and social Gender equality conditions. Account is taken of these areas in our products 1. Ensure women full and genuine and services, advice on investment and credit decisions, participation, and equal opportunities marketing, purchases, corporate governance model, and to gain senior positions at all levels. group executive management team. Our internal work on 2. Equal pay HSE, ethics and environmental efficiency is also influenced 3. Strengthen the role of women in personal by the same areas of sustainability. Extensive communication finances work was done during the year, via websites and external news hubs, to clarify the group’s work on sustainability to customers, Measures: owners and other stakeholders. Internal communication In 2019, the group’s diversity and equal opportunities committee measures were also implemented as part of the training in implemented a number of measures in line with Sustainable relevant sustainability themes.
    [Show full text]
  • From Grain to Group
    ANNUAL REPORT 2020 From grain to group A bank for people and businesses in towns and villages for 175 years Content Page How to read our report 3 SpareBank 1 Østlandet in brief 4 Financial targets and achievement 6 A word from the CEO 8 The macro picture 10 1. About SpareBank 1 Østlandet 12 1.1 Key figures from the Group 14 1.2 The equity capital certificate 18 1 1.3 Our strategic focus 22 1.4 A look back at 2020 28 1.5 Our proud history - from grain to group 30 2. Group Management 38 Organisation chart and stakes 40 Group Management 41 Financial Advisers Elisabeth Færevaag and Joachim Vorkinn. Oslo. 2 Business areas and support functions 42 2.1 Corporate governance 44 2.2 Business description 56 How to read our report 2.3 The Bank's social role 68 2.4 Our employees 76 This annual report is an integrated includes the Board of Directors’ Report, report based on the IIRC’s principles for Income Statement, Balance Sheet, 3. Our material sustainability topics 80 integrated reporting. It describes how Changes in Equity, Cash Flow Statement, Framework for our sustainability initiative 82 SpareBank 1 Østlandet contributes to Notes, Statement from the Board of 3.1 Responsible lending 84 sustainable growth and the development Directors and CEO, Auditor’s Report 3 3.2 Combating economic crime 92 of our customers, owners, employees and and Subsidiaries. society as a whole. 3.3 Ethics and anti-corruption 94 The main part is followed by a number of 3.4 Requirements for providers of financial services 96 The Chapter ‘About SpareBank 1 appendices, including ‘Further facts about 3.5 Ethical marketing of products and services 98 Østlandet’ presents key figures from the SpareBank 1 Østlandet’s sustainability Group and an overview of the develop- work’.
    [Show full text]
  • Enter Title Here
    Banks EMEA Norway The Major Sparebanken of the SpareBank 1 Alliance The Sparebanken Benefit from a Supportive Operating Environment Special Report │ 13 January 2020 fitchratings.com 1 Banks EMEA Norway The Major Sparebanken of the SpareBank 1 Alliance The Sparebanken Benefit from a Supportive Operating Environment SpareBank 1 Alliance Regional Market Shares Strong Franchises, Regional Concentrations The ratings for SpareBank 1 SR-Bank (SR-Bank; A-/Stable), SpareBank 1 SMN (SMN; A-/Stable) and SpareBank 1 Nord-Norge 37% (SNN; A/Stable), which are members of the Sparebank 1 Alliance 35% (collectively: the Sparebanken), reflect their stable and low-risk business models, healthy profitability, resilient asset quality and sound capital ratios. The ratings also factor in risks arising from volatility in oil prices, high property prices, geographically 22% concentrated lending and liquidity management in the context of the banks’ wholesale funding reliance. SNN’s ratings are one notch higher than its Sparebanken peers’, 30% reflecting better asset-quality metrics, limited oil exposure and a more retail-oriented business model. 23% 39% 27% 3% Supportive Operating Environment 18% 8% Oslo: The Sparebanken’s performances are closely linked to that of the 9% 12% 24% 12% 31% 16% Norwegian economy and their respective regions, given their 9% regional focus. Fitch Ratings expects the Norwegian banking sector to continue to benefit from the country’s favourable economic Shading reflects strength of market share in the region. environment. However, the Sparebanken remain dependent on oil- Source: Fitch Ratings, SpareBank 1 Group Research related industries, although to varying degrees. A major part of impaired loans at end-September 2019 was related to this industry.
    [Show full text]
  • Supplementary Information 2020 Q1 Contact Information
    Investor Relations Supplementary Information 2020 Q1 Contact information CEO Jan-Frode Janson For further information, please contact CFO Kjell Fordal [email protected] +47 905 41 672 Address SpareBank1 SMN Postboks 4796 Sluppen, 7467 Trondheim Switchboard +47 915 07 300 Visiting address Søndre gate 4, 7011 Trondheim Information on the internet SpareBank1 SMN's homepage www.smn.no ECC information in general www. egenkapitalbevis.no Financial Calendar 2020 1st quarter 08 May 2020 2nd quarter 11 August 2020 3rd quarter 30 October 2020 Major changes from Q1 2020 Corona crisis and oil prise fall The crisis has trigged a broad-based international economic crisis accompanied by increased unenployment and a dramatic fall in demand despite highly expansionary monetary policies in the majority of countries. After the national lockdown, imposed on March 12th, the Norwegian economy has also been hard hit, even though Norway has a more robust economy than most countries. Oil prices has fallen heavily. SpareBank 1 SMN has low exposure to sectors that are directly affected by the oil price. The Norwegian krone har depreciated markedly in the first quater. Norges Bank (Norway's central bank) has lowered its key policy rate to 0.25 per cent since March 12th. A number of industries have experienced a wave of layoffs, and at 21th of April 15 per cent of the labour force were registered as jobseekers and 10 per cent were registered as totally unemployed. In response to the crisis in the Norwegian government has initiated a raft of measures to assist businesses and private individuals. SpareBank 1 SMN is the region's leading finance house and shoulders its responsibility in a highly demanding situation.
    [Show full text]
  • Sparebank 1 Create a Flexible Data Center
    Helping you Optimize. Store. Secure. CASE STUDY technology equipment ... How the “Lego Approach” Helped Norway Giant SpareBank 1 Create a Flexible Data Center Oslo, the most populated city in Norway, is the hub of the country’s governmental, economic, manufacturing and shipping industries. At its center is an alliance of banking, insurance and holding companies under the brand “SpareBank 1.” With 15 independent banks and 6,300 employees, SpareBank 1 is Norway's second largest bank alliance. Amongst others, the banks collaborate within SpareBank 1's state-of-the-art data center gives them the flexibility to cool the equipment and maintain the continuity of operations. IT, which is handled through SpareBank 1 Gruppen AS (SpareBank 1 Group). At the SpareBank 1 Gruppens office building in Oslo, they plan, develop and approach to business that SpareBank 1 began the mission to upgrade their support the deployment of their own IT operations systems and software data center operations into state-of-the-art facilities that were tailored processes for the entire organization. A few years ago, with business specifically to their organizational needs. growing and the demand for data security and preservation on the rise, IT experts and executives at SpareBank 1 began the mission to improve the Planning for a Safe and Cool Data Center infrastructure of their data centers. It was in the spirit of their self-reliant Creating the best design to support the alliance, SpareBank 1’s executives and IT experts planned for a two-year process that would include the design, development and implementation of their very own highly-tailored They used what they called the data center.
    [Show full text]